ISO 56005:2020 Innovation management — Tools and methods for intellectual property management — Guidance

Any organization that deals with the concepts of innovation uses intellectual property in some way. Because intellectual property is intertwined with innovation. Intellectual property is used for individual and group creations and initiatives that result from human genius.

The difference between “intellectual property” and “intellectual property rights” is that intellectual property is a type of property, while intellectual property rights are derived from the intellectual property of types.

Intellectual property makes it possible to grant ownership of assets of knowledge and creative results such as scientific or technical products, software, data, information, knowledge, style of literary and artistic works, designs, symbols and letters. There are different types of intellectual property rights that protect the property of different innovation achievements.

In today’s knowledge-based economy, intellectual property is a concept that is increasingly being considered on a global scale. Intellectual property is important for all organizations, large and small, because it allows all organizations to document the benefits of innovation.

Examining the intellectual property of third parties is also necessary to ensure that organizations can benefit from the results of their innovative efforts. Therefore, the use of intellectual property activities in inter-organizational and intra-organizational relations is essential. For example, intellectual property can be used to facilitate and exchange ideas.

An organization can use intellectual property to achieve its business goals and implement innovation initiatives for the following purposes:

Strategic positioning
Find ways to innovate
Protect innovation results
Attracting and protecting investment
Increase competitive advantage
Establish clear ownership of intellectual property and intellectual property rights
Creating freedom of action
Creating value for innovation
Possibility of cooperation

Intellectual property strategy should be an integral part of broader business and innovation strategies. Organizations should be aware that the use of intellectual property solely from the perspective of asset protection obscures some of its benefits, which can support innovation and business goals. This is because effective management of an organization’s intellectual property enables it to optimize its intellectual property to achieve a wide range of organizational goals. It also allows you to maximize the benefits associated with innovation, while controlling uncertainty and minimizing risks and associated costs. Intellectual property management can provide collaboration with partners, competitors and customers, which can lead to optimal innovation results. Intellectual property management can create collective value and drive additional sources of revenue through participatory approaches (eg, open innovation, collaborative development, ecosystems, and network effects).

Effective innovation management must include the implementation of an intellectual property strategy that is in line with the business strategy. There are several activities related to the intellectual property strategy (shown in the outer circle of the figure below) and the implementation of these aspects leads to positive results (shown in the inner circle of the figure below).

 

ABSTRACT 

Efficient management of IP is key to support the process of innovation, is essential for organizations’ growth and protection, and is their engine for competitiveness.

This document proposes guidelines for supporting the role of IP within innovation management. It aims to address the following issues concerning IP management at strategic and operational levels:

— Creating an IP strategy to support innovation in an organization;

— Establishing systematic IP management within the innovation processes;

— Applying consistent IP tools and methods in support of efficient IP management.

This document can be used for any type of innovation activities and initiatives.

 

GENERAL INFORMATION 

  • Status :  Published
    Publication date : 2020-11
  • Edition : 1
    Number of pages : 35

Foreword

ISO (the International Organization for Standardization) is a worldwide federation of national standards bodies (ISO member bodies). The work of preparing International Standards is normally carried out through ISO technical committees. Each member body interested in a subject for which a technical committee has been established has the right to be represented on that committee. International organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the different types of ISO documents should be noted. This document was drafted in accordance with the editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of any patent rights identified during the development of the document will be in the Introduction and/or on the ISO list of patent declarations received (see www.iso.org/patents).
Any trade name used in this document is information given for the convenience of users and does not constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and expressions related to conformity assessment, as well as information about ISO’s adherence to the World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT) see www.iso.org/iso/foreword.html.
This document was prepared by Technical Committee ISO/TC 279, Innovation Management.
Any feedback or questions on this document should be directed to the user’s national standards body. A complete listing of these bodies can be found at www.iso.org/members.html.
 
 
 

Introduction

0.1 General
Every organization involved with innovation initiatives addresses intellectual property in one form or another, because intellectual property is inextricably linked with innovation. Intellectual property (“IP”) refers to unique, value-adding creations of the human intellect that result from human ingenuity, creativity and inventiveness. IP is a type of property while intellectual property rights (“IPR”) are the rights arising from different forms of IP.
IP enables the granting of property-like rights over new knowledge and creative expressions. For example, IP relates to scientific or technological products or processes, software, data, know-how literary and artistic works, designs, symbols and names. There are various types of IPRs that protect different innovation outputs.
IP is becoming increasingly important on a global scale in today’s knowledge-based economy. IP is no longer important just for large organizations, it is also important for smaller organizations because it allows all organizations to capture the benefits of innovation. A consideration of third-party IP is also relevant in order to ensure that organizations can leverage the outcome of their innovative efforts. It is important to engage in IP management activities across the organization and amongst organizations. For example, IP can facilitate ideas being co-developed, exchanged and traded.
An organization can leverage IP to achieve its business objectives and to implement innovation initiatives for a range of purposes including:
  •  strategic positioning,
  •  finding routes to innovation,
  •  protecting innovation results,
  •  attracting and securing investment,
  •  increasing competitive advantage,
  •  establishing clear ownership of IP and IPR,
  •  establishing freedom to operate,
  •  creating innovation value,
  •  enabling collaboration.
IP strategy should be an integral part of the wider business and innovation strategies. Organizations should be aware that considering IP only from a defensive perspective can obscure some benefits that IP can achieve which can support additional innovation and business objectives. This is because effective IP management enables an organization to optimize its IP assets to achieve a wide range of organizational objectives. This also allows for maximizing the benefits associated with innovation, while managing uncertainty and minimizing related risks and costs. IP management can enable collaboration with partners, competitors, and customers, which can yield enhanced innovation outcomes. IP management can create collective value through collaborative approaches (e.g. open-innovation, joint-development, ecosystems, and network effects), and be a driver of additional sources of revenue (e.g. cash flows through licensing).
Effective innovation management should include implementing an IP strategy which is aligned with the business strategy. There are several activities associated with an IP strategy (illustrated in the outer circle of Figure 1) and the implementation of these aspects results in positive outcomes (illustrated in the inner circle of Figure 1).
 
Figure 1 — IP management activities which contribute to innovation management
 

 
 
 
There is no universally appropriate IP strategy, since an IP strategy should be tailored to the needs of an organization’s business and innovation strategies. IP strategy is diverse depending on the context of the organization, such as external and internal issues, including the maturity of the organization’s innovation management.
Therefore, the IP strategy should be flexible enough to adapt and change over time. In other words, the depth and breadth of an IP strategy should be adaptable to the changing context of the organization over time.
0.2 Principles
The following principles, derived from the innovation management system provide a foundation for IP management:
  • a) Realization of value
The management of IP should create value for all relevant stakeholders. This includes long-term and short-term value; explicit and implicit value; financial and non-financial value.
  • b) Future-focused leaders
At the outset of an innovation initiative, leaders across the organization should inspire and engage employees, and other interested parties, to generate, protect and leverage IP with a view to long-term value creation for the organization.
  • c) Strategic direction
The organization should align the overall strategic direction for the management of IP with its business and innovation strategies.
d) Culture
The organization should foster and sustain shared values, beliefs, and behaviours across the organization with a view to generating, protecting and leveraging IP for long-term value creation for the organization.
  • e) Exploiting insights
The organization should access a diverse range of internal and external IP knowledge sources to systematically develop the organization’s IP expertise and to support its innovation planning and strategy.
  • f) Managing uncertainty
The organization should evaluate and manage innovation uncertainty and risks from an IP perspective, with regard to the management of internal IP and awareness of external IP.
  • g) Adaptability
The organization should adopt relevant systematic IP management processes in a timely manner to address changes in organizational context, and to ensure continued alignment with its desired purpose and core capabilities.
  • h) Systems approach
The organization should manage IP based on a systems approach (instead of on an ad-hoc basis) with a view to reducing organizational risks and enhancing value creation potential for the organization.
0.3 Structure of the document
The management of IP is necessary for effective innovation management. It provides a means for the organization to obtain and maintain a dynamic core capability and to transform its innovation results into valuable IP assets.
The organization should consider the following:
  •  An IP management framework, aimed at the implementation of IP management activities (Clause 4);
  •  An IP strategy as an integral part of the organization’s business and innovation strategies (Clause 5);
  •  IP management activities tailored to the innovation process, especially taking account of the changing context in different innovation stages (Clause 6, linked to ISO 56002:2019, Clause 8);
  •  IP tools used in support of IP management activities (Annex A to Annex F).
Figure 2 presents the structure of IP management with references to the clauses of this document.
 
Figure 2 — Structure of IP management with reference to the clauses of this document
 

 
 
 
This document relates to the ISO 56000 family of standards, developed by TC 279, as follows:
a) ISO 56000:2020 Innovation management system — Fundamentals and vocabulary provides the essential background for the understanding and implementation of this document.
b) ISO 56002:2019 Innovation management system — Guidance provides guidance for the development, implementation and maintenance of an innovation management system, to which all subsequent standards of the family, are complementary to.
c) ISO 56003:2019 Innovation management — Tools and methods for innovation partnerships – Guidance provides guidance and tools to select external partnerships to enhance innovation success.
d) ISO/TR 56004:2019 Innovation management assessment – Guidance provides guidance for organizations to plan, implement and follow-up on an innovation management assessment.
 
 
 

1   Scope

Efficient management of IP is key to support the process of innovation, is essential for organizations’ growth and protection, and is their engine for competitiveness.
This document proposes guidelines for supporting the role of IP within innovation management. It aims to address the following issues concerning IP management at strategic and operational levels:
  •  Creating an IP strategy to support innovation in an organization;
  •  Establishing systematic IP management within the innovation processes;
  •  Applying consistent IP tools and methods in support of efficient IP management.
This document can be used for any type of innovation activities and initiatives.
 
 
 

2   Normative references

There are no normative references in this document.
 
 
 

3   Terms and definitions

For the purposes of this document, the terms and definitions given in ISO 56000: 2020 apply.
ISO and IEC maintain terminological databases for use in standardization at the following addresses:
 
 
 

Bibliography

[1]CEN/TS 16555-4:2014, Innovation Management – Intellectual Property Management
[2]ISO 10668:2010Brand valuation — Requirements for monetary brand valuation
[3]EUIPO, Intellectual Property Teaching Kit–IP Management.

A) ISO 56000: Innovation Management System – The proper implementation of a management system or mechanism (such as: quality management system) requires knowledge of the conceptual and operational framework of that system and its appropriate planning for each platform, such as an organization. Hence, this document provides the terms, definitions, concepts and principles of innovation management and its systematic implementation.

B) ISO 56001: Innovation Management System – This document provides the executive requirements and audit of the Innovation Management System in each operating platform (such as: organization, company, factory, workshop, startup, etc.).

C) ISO 56002: Innovation Management System – Innovation Management System – This document serves as a guidance document, the generalities of an efficient and effective innovation management system or mechanism. These generalities include the design, deployment, implementation, maintenance and continuous improvement of the innovation management system that can be exploited in any operating platform (such as: organization, company, factory, workshop, startup, etc.).

D) ISO 56003: This document provides a framework, methods and tools for cooperation and innovation participation as a guidance document. In this document, issues such as: measuring the entry into partnership, challenges of cooperation and partnership and interaction between the parties and different types of cooperation and innovation innovation, regardless of the type and size of the organization, are included.

E) ISO 56004: Innovation Management System – This document presents the concepts, benefits and evaluation framework of innovation management. It also describes how to plan and implement an innovation management evaluation, regardless of the type of innovation (such as: product, service, process, etc.).

C) ISO 56005: Innovation Management System – Effective intellectual property management is the key to supporting innovation processes and in any organization on the one hand is the basis for protection and growth and on the other hand is the driving force of competitiveness. This document serves as a guide to the framework, methods and tools of intellectual property management (strategic and operational) in innovation management.

G) ISO 56006: Innovation Management System – Innovation in the organization is the product of innovative and critical thinking to internal and external conditions. This thinking has a strategic and operational approach that requires appropriate and appropriate intelligence within the innovation management system of any organization. Therefore, this document deals with the framework, tools and methods of managing the strategic intelligence of the organization in innovation management.

H) ISO 56007: Innovation Management System – Idea management is the process of creating ideas and achieving them in an effective and efficient way. Obviously, there are several steps in this process that appropriate methods and tools can help the organization to face fewer challenges. This document provides the framework, methods and tools for idea management in the innovation management system.

G) ISO 56008: Innovation Management System – It is said that “what cannot be measured can not be managed! Therefore, an organization that seeks to create value for its stakeholders through innovation needs integrated innovation management and continuous evaluation and measurement of its innovation management system. This document provides methods and tools for measuring innovation performance and operations.

The ISO 56000 document of the family of this standard introduces and explains all the terms, rules and principles of the documents of this standard family and to the organizations, companies, consultants, instructors and all those who use these documents in some way. Provides the proper use of these documents.

Family Standard ISO 56000 – Innovation Management System
NStandard numberStandard description
1
 ISO 56000

Principles and terms of innovation management system

Innovation Management System – The proper implementation of a management system or mechanism (such as: quality management system) requires knowledge of the conceptual and operational framework of that system and its appropriate planning for each context, such as an organization. Hence, this document provides the terms, definitions, concepts and principles of innovation management and its systematic implementation.
2
 ISO 56001

Implementation requirements and audit of the innovation management system

Innovation Management System – This document provides the executive and audit requirements of the Innovation Management System in any operating platform (such as: organization, company, factory, workshop, startup, etc.).
3
 ISO 56002

Generalities of Innovation Management System

Innovation Management System – Innovation Management System – This document serves as a guide document, the generalities of an efficient and effective innovation management system or mechanism. These generalities include the design, deployment, implementation, maintenance and continuous improvement of the innovation management system that can be exploited in any operating platform (such as: organization, company, factory, workshop, startup, etc.).
4
 ISO 56003

Tools and methods of cooperation in innovation

This document provides a framework, methods and tools for cooperation and innovation innovation. In this document, issues such as: measuring the entry into partnership, challenges of cooperation and partnership and interaction between the parties and different types of cooperation and innovation innovation, regardless of the type and size of the organization, are included.
5
 ISO 56004

Innovation Management System Evaluation Guide

Innovation Management System – This document presents the concepts, benefits and evaluation framework of Innovation Management. It also describes how to plan and implement an innovation management evaluation, regardless of the type of innovation (such as: product, service, process, etc.).
6
 ISO 56005

Intellectual property management tools and methods

Innovation Management System – Effective intellectual property management is the key to supporting innovation processes and in any organization on the one hand is the basis for protection and growth and on the other hand is the driving force of competitiveness. This document serves as a guide to the framework, methods and tools of intellectual property management (strategic and operational) in innovation management.
7
 ISO 56006

Strategic intelligence management tools and methods

Innovation Management System – Innovation in the organization is the product of innovative thinking and critical of internal and external conditions. This thinking has a strategic and operational approach that requires appropriate and appropriate intelligence within the innovation management system of any organization. Therefore, this document deals with the framework, tools and methods of managing the strategic intelligence of the organization in innovation management.
8
 ISO 56007

Idea management tools and methods

Innovation Management System – Idea management is the process of creating ideas and achieving them in an effective and efficient way. Obviously, there are several steps in this process that appropriate methods and tools can help the organization to face fewer challenges. This document provides the framework, methods and tools for idea management in the innovation management system.
9
 ISO 56008

Tools and methods for measuring innovation operations

Innovation Management System – It is said that “what cannot be measured can not be managed! Therefore, an organization that seeks to create value for its stakeholders through innovation needs integrated innovation management and continuous evaluation and measurement of its innovation management system. This document provides methods and tools for measuring innovation performance and operations.